Alicia McCollPMO Analyst| NoneFarnham, Surrey, United Kingdom
I've been asked to Transform a PMO to make it more of a controlling PMO rather than just a reporting PMO. and I've never worked as a PM so but understand the process and the steps, what I'm not sure of is how to forecast accurately, it will be very much finger in the air, any suggestions. Also I've been asked to put together a stakeholder pack, what would you include in it?
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Anonymous
Alyssa - very open question.
It would help to know more about the type of work you do and the types / classes of projects, number of people involved, etc.
I am also curious why the focus on forecasting? What I am assuming is that by controlling PMO you mean doing project control?
Now forecasting:
The key principles is that forecast must be timely and accurate. If you cannot achieve both, you are wasting your time and everyone else. A Key objective for forecasting is to use is as a trigger for immediate action in case of deviations. Some use forecasting for reporting, but that defeat the purpose.
For timely, you need to have a system in place to give you live information. You cannot wait a week or two for the data - it is too late. In other words, you (or others) have to be on top of the ongoing work, collecting information as the work is being done and if some can be automated even better.
For accurate - this is a tough one. Once I had constant fights with my contractors on this for many months. Here are some thoughts
- Proper planning need good historical data and good process
- Accuracy comes from proper planning and capturing of info as we discussed already
Without good - detailed plan and time collection of info, your forecast will be late and questionable (hence the waste of time that I mentioned earlier).
The level of details varies based on the project. It is trial and error to discover the right level of details for you to have proper control.
Feel free to contact me for more info ([email protected]) and I am sure others will have input. Saving Changes...
Anonymous
By the way - exactly 20 years ago I was brought back from a mega project that I was working on to establish a PCO (Project Control Office) inside our PM(Department) so I do relate. Saving Changes...
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
Hi Alyssa Cooper, Excellent question, I'm also in the same situation now? I was working as Reporting PMO, and now work as Control PMO, which i find diffcult.
Members please help us with your inputs.
1. How to put things in control , when there is no control in place.
2. How to form governance structure.
3. How to measure benefits ?
Your help will be very timely help.
Thank you.
Ganesh Saving Changes...
Anonymous
Ganesh - you say "I was" -- the PMO just you? Saving Changes...
